Success in modernizing IT Solutions through the cloud is driven by a complete standardization and automation strategy.
Technological change is so rapid nowadays, even if the organization has made up its mind to change the technology, the sponsoring technology partner always face myriad of avenues to investigate it.
Sponsoring technology managers are then left with a decision to make, either to buy a new technology or build one.
The secret of change is to focus all your energy not on fighting the old, but on building the new, adaptability is about the powerful difference between adapting to cope and adapting to win. Enterprises that overlook modernization are sure to fail in fulfilling critical compliance and security problems thus, endangering both, their businesses and customers. Such vulnerabilities exist a lot over the internet and especially. website security is biggest concern among businesses.
It is true that finding the right technology partner is a critical task, but there are several factors that can help organizations to make a profound decision, such as.,
Not just stay afloat, but also surge ahead:
Senior technology managers always think ahead of the impact an initiative is going to have and try to find an optimum solution to a problem.
- By articulating an inefficiency, risk or opportunity in a technology strategy
- Ideated potential pathways forward (tactical remediation, acquisition of new tools, wider-scale technology transformation)
- Canvased opinions of senior managers in other organizations
- Taken meetings with software product representatives and service consultancies
- And, lastly defining the what, how and who of an appropriate end state
Set Expectations:
- By introducing consultants to internal delivery and operational personnel for discovery activities, expectations of collaboration
- Consultants listen to problems and validate potential future ways of operating
Commitment of Senior Managers:
Sponsoring managers might find themselves sharing these expectations as they discuss emerging discovery outcomes with other functional leaders. This can also happen as they become associated with an on-trial supplier and strategic initiative.
And with the financial year progressing and pressure mounting to make inroads on strategic priorities, sponsoring managers may forgive early signs of poor supplier alignment to create short-term momentum.
These factors can contribute to ill-fitting technology supplier arrangements. These arrangements can erode the technology function’s business value due to poor definition, execution and solution adoption.
